Linkages of project environment to performance : lessons for team leadership
By: Hans J. Thamhain
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ArticlePublisher: Nijkerk : Elsevier, 2004International Journal of Project Management 22, 7, p. 533-544Abstract: This field study of 76 technology-based project teams examines the influences of the project environment on team performance. The results show that in spite of cultural differences among organizations a general agreement exist on the factors that drive team performance. One of the most striking finding is the large number of performance factors that is derived from the human side. Organizational components that satisfy personal and professional needs seem to have a strong effect on cooperation, commitment, risk management, and ultimately drive overall team performance. Other influences are derived from the organizational process, which often have their locus outside the project organization. The findings help to better understand the linkages between team environment and performance, and more effectively manage project teams, especially in complex work environments
This field study of 76 technology-based project teams examines the influences of the project environment on team performance. The results show that in spite of cultural differences among organizations a general agreement exist on the factors that drive team performance. One of the most striking finding is the large number of performance factors that is derived from the human side. Organizational components that satisfy personal and professional needs seem to have a strong effect on cooperation, commitment, risk management, and ultimately drive overall team performance. Other influences are derived from the organizational process, which often have their locus outside the project organization. The findings help to better understand the linkages between team environment and performance, and more effectively manage project teams, especially in complex work environments
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